ORGANIZATIONAL LEARNING

AND KNOWLEDGE
MANAGEMENT
CHAPTER 10

MITZI JOY T. BENTIC

MEM 611
“
INTRODUCTIO
N
Last year
Organizational Learning

For an organization to gain from its experiences (both positive

and negative), there must be sharing of information, knowledge,
and lessons about those experiences.
This sharing of information requires communication and
information processing, a process commonly referred to as
organizational learning or knowledge acquisition. More
formally, organizational learning is the acquisition of
knowledge through the application and mastery of new
information, tools, and methods.
The Firm’s ability to learn is a critical intangible resource.
Organizational learning ultimately depends on three stages of
activity

2. Transferring and Sharing

1. Gathering of data and information through
information communication

3. Enabling learning in the

organization
Gathering Information

For an organization to learn it must have data. The greater the

number and range of things to gather data on, the greater the
potential information processing and organizational learning
that can occur. However, if the complexity in managing a firm
s knowledge processes is great then the potential for failure is
great also.
Gathering Information

The various information-gathering processes should answer

the two questions that were introduced in Chapter 2 and that
have been addressed in various ways throughout this text.
1. Where are we now?
2. Where do we want to be?
Transferring and Sharing Processes

Communication is the transfer of meaning from one source to

another. The information must both be communicated and
understood for it to have its full benefits. Combining
information from different sources often leads to
breakthroughs within the firm. Interconnectivity is critical for
organizational learning to occur.
The characteristic of Communication processes in an
organization where learning is taking place are:

1. Free exchange in, across, and between levels and functions within the
organization
2. Recognition of the value of both the formal and informal networks where
knowledge and information are exchanged
3. Encouragement of free exchange by all levels of organizational leadership
4. Open dialogue
5. Continual transformation of the organization systems for the processes of
communication
6. Support of a culture that encourages meaningful interaction and exchange in,
across, and between levels and functions
Enabling Learning
Factors:
First, the purpose of learning for the management of technology
and innovation is to have the right information at the right place
with the right person at the right time to make the right decision.
Second factor that is important for learning is providing time for
people to work on their ideas and their application of
information to the tasks they are to accomplish.
 Types of Learning

Interpretive Leaning Systematic Learning

Keys to Successful Organizational Learning

1. Organizational learning is a function of a firm s competencies, culture, and

comfort.
2. Organizational learning requires the communication of ideas and observations.
3. Just because one employee knows something does not mean the organization
can act on it. Too often, organizations focus on position and power rather than
knowledge. Learning for the organization is not the sum of what everyone in the
organization knows but rather is the sum of what is shared.
4. Organizational learning needs to be stored in organizational memory.
5. Organizational learning processes need to be intentional in the organization, but
the organization also needs to recognize learning by surprise.
Knowledgement-Management

Knowledge management (KM) processes combine

data, information, and individual learning in a
synergistic manner. This is accomplished by defining,
developing, and processing the innovative and creative
abilities of the firm’s employees individually and
collectively
Two Types of Knowledge

TACIT EXPLICIT
Characteristic that help the organization succeed:

1. A vision for where the organization and the team are going.
2. An openness to new ideas and the ability to display that openness. Listening
skills as well as the ability to frame and reframe ideas are important parts of this
openness.
3. A strong sense of what the organization is and is not and whether the
organization needs to undergo radical or incremental change.
4. A person who is passionate about the exchange of knowledge and the
opportunity to learn.
5. An ability to champion ideas and energize the organization toward the
accomplishment of goals.
“
USING
ORGANIZATIONAL LEARNING
AND KNOWLEDGE
MANAGEMENT
“
Summary:
Organizational learning and knowledge management
build on each other and are critical to the success of
the technology-focused firm. The processes for both
activities require extensive efforts to ensure that a
wide range of concerns from culture, organizational
structure, and management of people encourages both
learning and knowledge management.
Thank you for listening!

MITZI JOY T. BENTIC

MEM611